ABSTRACT
This part conclusion presents some closing thoughts on the key concepts discussed in the preceding chapters. The part discusses a governance entrepreneur through the challenges of managing a collective governance process. Collective governance has to look beyond voluntary vs. mandatory battle lines, and instead focus on shorter term actions leading also to trust building. Avoid institutional inertia through regular external review of the institution, as well as of the collective governance model in general. When the drift towards better governance by governments becomes inevitable, either dismantle or reinvent. Build modest institutions with clear mandates and which are fit for purpose. Adapt the mandate, the institutions, the staffing and the funding, incrementally. Attention, network building, capacity building and facilitation are required for stakeholder groups to ensure that they can contribute appropriately. Make sure that the intent of the rules outweighs the letter of the rules, so as to encourage progress while being tough where political will is missing.
